Moving from ad hoc and inconsistent
Focus on hiring external talent
Recruitment managed by
monthly/quarterly forecast plans
based on demand from the business
Resource planning based on 12-month
view that helps business to make
strategy supported by an EVP to attract
key decisions
Strategic workforce planning -
supported by strong & inclusive employer
3+ years view that informs Talent
brand in place, driving significant referrals
Succession as well as Attraction
from employees, alumni and third parties
Ability to aggregate talent demand
across the organsation
(i.e. across geography and function)
Integrated systems that enable
a view of internal talent supply and
organisational talent demand
Clear view of internal talent supply
and demand supplemented by
online marketing and branding activities
market and competitor intelligence
A fixed model where recruiters
understand the roles they are
there are career talent advisors emerging
recruiting for and have direct
relationships with hiring managers
A more flexible model where project
management/planning & HR Tech
capability exists to co-ordinate and
optimise efforts for recruiters
across the business
TA is integrated into the business
planning process and informs business
leadership on talent challenges -
model is highly agile supported by
strategic partners and specialist vendors
experience towards a more consistent
Job role specific campaigns (advertising
to close talent gaps - heavy reliance
& social) driven by insights from
on 3rd party recruiters and paid
monthly/quarterly forecasts
advertising to generate candidates
Internal mobility programmes exist to
Job specific campaigns are developed
create opportunities for employees to
alongside coherent employer brand
transition across the organisation,
supplemented by an external talent bank
highly qualified candidates
and pipeline of leads
Talent segmentation is a norm -
Building talent communities that help
to tap into extended talent networks, both
regionally and with other organisations
Core HR /recruitment system and ATS
Social media & traditional platforms system in place that manages
in place to engage with talent individual recruitment process and
provides basic reporting
Agile tech solutions deployed to
Ad tech and consumer profiles used
allow cross-functional recruitment,
to tailor & position message and
and CRM system in place
opportunities to the target talent
with self-service options
Seamless candidate relationship
Talent network generated from
management across full employee
lifecycle and alumni relationships
Most people in TA have a generalist
HR/Recruitment background, though TA specialists have built strong
relationships with the business and
with skills in data analytics, consumer the external talent market
marketing and employer branding
TA specialists demonstrate higher
Highly specialised professionals who
emotional intelligence to influence
are strong marketeers and
senior people within the organisation
brand ambassadors
and in the marketplace
TA has created a culture where
Talent relationship experts with
'everyone is a recruiter' and are able to fully
the profile to influence the external
leverage internal and external networks
market and navigate a complex
including customers, advocacy groups
matrixed organisation
and other organisations
Documented processes that are
frequently tailored to meet specific needs
Process is repeatable but later
stages of the assessment are high
on human interaction, and hiring
decisions are heavily opinion based
Smooth candidate experience with
assessment processes that are
reliable and inclusive
Technology focussed mainly on
automation of repetitive tasks and
improving speed to hire -
organisations typically rely on tried
and tested technology
Increased use of specialist technology
and vendors that focus on improving
onboarding fit and performance based
on success profiles and helps to
combat unconscious bias
Experimentation with machine learning
and matching of people to roles based
on skills/capability; use of smart data
for talent related decisions
TA specialists understand the need to
behave without bias in candidate
assessment and build processes to
support fair hiring
TA specialists lead thinking about
leading methodologies for assessing
current and future potential for
candidates beyond experience
TA drive the requirement for assessment
methodologies being embedded into the
entire employee lifecycle to ensure Alumni,
Referral hires, internal promotions etc.
are aligned
process - main emphasis is on company
introduction, document/task management
and equipment provisioning - some
measurement of effectiveness
Formal onboarding practice that is
aligned with organisational goals which
are integrated with ongoing talent
management strategies and plans -
measurement of new hire engagement
and assimilation
Onboarding is the first stage of the
development and learning process and
integrated with performance management
process - new hires provided with mentors
and high potentials are identified
Tech focuses on workflow and approvals
Dedicated onboarding technology
solution is used to transition new
hires into the workplace, active
use of collaboration tools like
Google Docs, Yammer etc
Onboarding technology integrated with
ATS and LMS provide a personalised
experience, and online assessments track
effectiveness of engagement and
knowledge acquisition
TA stay in contact with new hires for
the first few weeks and respond to issues
on an ad hoc basis - prime responsibility
rest with the immediate line manager
A consistent approach towards
onboarding ensures candidate/employee
engagement is at the heart of the
experience and extends beyond Day-One
TA lead the evolution of the Onboarding
strategy through data, illustrating the
incremental impact from a poor experience
vs competitors. New thinking about
engagement is carefully woven into the
business case build